When our company engaged to plan and host a four-day workshop with a large oil and gas client who, among many things, desired an icebreaker, we opted for a meaty exercise that not only helps people interact with new faces but also demonstrates how to quantify group synergy.
We all know that culture has the capacity to drive and alter everything that happens in our teams and organizations.
Business results, services and products, relationships with clients and suppliers, the way people think, the stories they share, the way they go about their work and interact with one another; all this and much more is influenced by culture.
Norway’s Winter Olympic success is extraordinary. Not only were they the runaway winner in the 2018 Winter Olympics medals race (final tally 39 medals to second place Germany’s 31), but historically they have outpaced every other country in Winter Olympic competition. Over the span of 90 years, they captured 329 medals to second place US at 282.1 And their population is less than the average of a single US state.
At the recent Ultimate Culture Conference hosted by Human Synergistics, Trent Sunde of The Clorox Company gave a great presentation entitled, Going Beyond High Performance to Enable a Growth Culture. For me, the final takeaway from this case study is that for organizations to achieve exponential growth, they need to have leaders who coach. Yes, we still need managers to manage, but to move an organization forward and to achieve rapid momentum toward phenomenal growth, we need the entire workforce engaged. One leader cannot achieve this kind of success alone. It takes leadership at all levels and throughout the organization.
‘Tis the season for reflecting on the year that’s ended and planning for the year we’ve entered. A ritual that often results in…NEW YEAR’S RESOLUTIONS!
It’s known that New Year’s resolutions come with an abysmally low success rate—only 8% of people achieve them. Probably as low, if not lower, than the success rate of major organizational changes; such as mergers, reorganizations, and—near-and-dear to the readers of this blog’s hearts—culture change initiatives, which fail at a dismal rate of 70% — a statistic that has not changed in over 30 years.1